1. Transition Process
Leading innovation through generations
People Development Unit 06/07
Pioneering AIESEC 2010
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2. Contents of the document:
1. Steps in Transition process
1.1 Preparation of the transition process
1.1.1 Setting objectives and critical success outcomes of transition
1.1.2 Agenda development - Priority discussions and topics defined
1.1.3 Identification of methods for transition
1.1.4 Defining timelines and roles and responsibilities to manage
transition
1.1.5 Personal Preparation of areas of responsibility
1.2 Preparation of the elected team
3.2.1 New EB/ MC team involvement in the transition – personal
and professional perspective
1.3 Delivery
Transition Process
Preparation Preparation
of the of Coaching Delivery
transition the elect
Process MC/EB
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3. 1.1 Preparation of the transition process by the current MC/EB team
The preparation for the transition should be
started since the beginning of the term, the EB /MC
should be conscious about the fact that they will
deliver the transition in the end of their term. The
EB/MC should start field in all the documents that
will be used in transition starting with the beginning
of their term.
The purpose of this phase is to prepare each
stage of the transition process so in the end
you achieve the objectives you proposed, in the
beginning, of transition. Here you should define
what knowledge, learning and experience to
pass, and how to pass it, in the delivery phase.
Transition preparation process is a task of TWO teams; not only
one. Here currents and elects both have to do their part! On one hand
the currents should prepare the first draft of transition, the process
itself, and should transmit, to the elects, the importance of this period
and therefore motivate them to give their inputs so the transition is
adjusted to their needs. On the other hand the elects should actively
prepare themselves, they should reflect and introduce their own
questions, doubts, participation in order to take the best of this
important beginning of their term.
What steps should I follow to achieve a successful preparation phase
1. Setting objectives and critical success outcomes
of transition
2. Agenda development - Priority discussions and
topics defined
3. Identification of methods for transition
4. Defining timelines and roles and responsibilities
to manage transition
5. Personal Preparation of areas of responsibility
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4. 1.1.1. Setting objectives and critical success The main responsible for this part
outcomes of transition of the preparation of transition is the
leader of the currents team. He/she
should be the one initiating and tracking
Brainstorm everything that you would like to the process until each step is clearly
achieve through transition. Brainstorm all attributes, defined.
experiences and knowledge that the incoming team
needs to have, who they need to meet. Think back to last
year, what were the things that worked and did not work
for transition? Now prioritize this list, and come up with a
list of objectives, and a list under each objective of
critical success factors.
3.1.1 Kkk
1.1.2 Agenda development - Priority discussions and topics defined
3.1.2 Rcrc
Essentially you are planning a series of activities, events, and discussions etc. that are going
3.1.3 Jnjn
to fulfill the objectives and allow you to tick off every critical success factor.
While introducing different topics in the transition agenda, and choosing each of its parts, keep
in mind the following:
 Why to address it?
 What information, related to it, do you want to cover?
 W h at’ th e b est w ay to p ass th e i form ati ?
s n on
 When is the best timing to pass it to the elects (both in calendar timing and in the flow of the
process)?
 Who to involve in the delivery?
 What preparation materials do you have/need?
 What, relevant, written documents can you pass on to the elects about it?
For the planning in time of the transition process you can use a Gantt file, you can find a document
in the transition tool kit.
1.1.3 Identification of methods for 1.1.4 Identification of methods for
transition transition
The main methods of delivery when The main methods of delivery when
addressing the topic of transition are: addressing the topic of transition are:
▪ Physical or virtual materials ▪ Physical or virtual materials
▪ Team meetings (both in formal and ▪ Team meetings (both in formal and
non-formal environments) non-formal environments)
▪ Individual meetings ( VP to VP ▪ Individual meetings ( VP to VP
meeting) meeting)
▪ Meetings with different other key ▪ Meetings with different other key
individuals: externals, BoA members, individuals: externals, BoA
alumni etc. members, alumni etc.
▪ Meetings Defining
3.1.4 on Task Forces according to ▪ Meetings on Task Forces according
different areas that involve more to different areas that involve more
than just one responsible person than just one responsible person
▪ Individual06-07 Pioneering AIESEC 2010!
PDU or team work on different ▪ Individual or team work on different
topics topics

5. 1.1.5 Personal Preparation of areas of responsibility
o O rg an ize arch ives an d fi es to p ass on : It’ i p ortan t th at th e fi es an d arch i
l s m l ves
necessary to work as an EB/MC are organized as i s al t’ ready d i cu l to w ork w i
ffi t th
som eon e el s fi es pu t i th ey aren ’ org an i . Y ou sh ou l h ave sm art kn ow l g e
se’ l f t zed d ed
management.
o Put available all the materials needed for their position: Make a written document of
every step and every responsibility you had during your term and then put in front the
documents or materials you found necessary for each of them. Knowledge management
in the transition period (check the files attached with the toolkit)
o Complete unfinished tasks: Use the last period of your term to complete the unfinished
tasks so th at th e elects d on ’ catch a p rocess i th e m i dl w h ere th e l
t n d e ack of i form ati
n on
or ownership might put it to risk.
o Reflect on ideas, priorities and inputs for the next term: Analyze your term (thinking
about you ’ to d o l st an d h ow you cam e to i see w h at’ m i n g to ach i
re i t), s ssi eve th e vi on
si
set for the future. With this process you should also give some inputs on what the
priorities in your area are. In order to take as much as possible from your previous
experience use after action review. Plan and priorities for the last year. The transition
report (Check the Knowledge management document attached with the toolkit)
o Be aware that during your transition process you might have 3 different roles: a. Current
EB/MC member, b. giving transition, c. receiving transition for a position you might have
taken up yourself. The time factor and planning in advance is really important!
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6. 1.2 Preparation of the elected MC/EB team
1. Study the flow of the transition agenda and set all
expectations you have in a clear and comprehensive
way.
2. Work on ideas and expectations for the term and
based on that think about questions to find out what
was done in this part already, why it was not
obvious, why it was maybe not done or skipped and
why it maybe failed.
3. Develop a personal learning and development plan
1.2.1 New EB/ MC team involvement in the transition – personal and professional
perspective
Role of the elected team in the transition period:
1. Feed- back on the transition plan for the current team
2. they are prepared base on their development plans for transition
3. The elected team start to build their team : Team building, vision building of the new team
Transition is an introduction to a new position, but also to a new lifestyle, a challenging
period in the life of both teams. Transition is thus the best opportunity to help the
incoming EB members to get the best out of their year as individuals. This means that
the current team should help the elects to build a personal development plan that will
focus both in professional and personal development and answering questions such as:
 What do I want to learn as an EB/MC member of my LC/MC?
 What competencies I want to develop during transition process?
 What will be my training process?
 Where do I want to travel this year?
 What do I want to do with my studies/job?
 How do I want to spend my spare time?
Based on the results of the selection process the new EB/MC can design the
preparation plan that will be delivered during transition. For creating the
preparation plan for the elected EB/MC it should be covert some important
areas:
 competencies development
 Knowledge related with their area of work and with the MC/EB work
 skills required for the current position
All this should be put in a personal development plan and to be
followed up during the year.
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7. 1.2 Delivery
The delivery phase is the time where the
currents are actually passing the knowledge,
the information, and the skills to the elects.
During delivery process is very important to
have the correct attitude in order to have a
successful transition process. Below are
some attitudes considered important to keep
during the entire delivery of the transition
for anyone taking part on it:
 Critically evaluate – it is important to be able to critically look on what
were your successes, challenges and what did not work out. You should not be
shy to admit that some things were not successful, always identify together
the core reasons why something was or was not going well in order to draw
key learning points from your year that your successor will benefit from.
 Provide picture of your experience only – Always try to describe only
your experience but be conscious about the fact that things can go very
differently for your successor.
 Transfer facts not attitudes – be careful about sentences like this will
never work, this does not make sense; this strategy is not for our reality etc.
You might be right in certain things but at the same time you might cause
great strategy to be dropped even before the new person starts.
 Handover maximum information – try to provide everyone with
maximum information.
 Use more questions than statements – lot of times transition is
delivered through statements rather than through questions. Some
information has to be said but otherwise allow the person to form his own
opinion about things through giving him questions and challenging him to find
his answers.
 Empower & inspire – spend time to discuss your learning, the things that
stayed in your mind after the year, moments where you have said to yourself
that you love what you are doing. Try to move yourself 5 years from now and
th i k ab ou t w h at you w il rem em b er …
n l
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8. We have some important steps in the delivery
process that can be followed during transition:
1. Agreement on objectives and plans for
transition
1. Discuss and agree on what the main priorities are for
the LC/MC between now and the mid term planning.
2. Discuss and agree on the transition objectives and
transition plan that the current team came up with.
3. Decide guidelines and principles on how to function
as one team for the next months/weeks.
2. Functional transition:
A. Information:
 Go through the evolutionary history of AIESEC -
where has the association been over the last 10 years?
 Go throu g h you r LC /M C ’ h i
s story, an d p ast h i l g h ts.
gh i
B. Discussions to have:
 Why does AIESEC exist?
 What kind of individuals are we trying to develop, and what impact are we
making?
 How is this impact reflected in AIESEC 2010?
 What is the AIESEC Experience and why do we have it?
 How do you see issue based experience happening in your MC/LC?
 W h y d o w e h ave core w ork, an d w h at ki d of LC ’ d o w e n eed to b e ab l to
n s e
deliver on our Core Work?
 Why Exchange is important?
 Why we use Balance Score Card?
 How we are living AIESEC XP in our office?
 How we are living product leadership every day?
C. Vision for future
The elected team should build their vision for the next year. The elected team vision
should be connected with the current team vision in order to assure the continuity at
the LC or country level.
You can use as guide lines the following questions:
 What will they be saying about our two years?
 What are the major changes, successes, achievements they could recognize?
 What do you think should be the exchange performance and results of the
organization?
 How far away will we be from AIESEC 2010?
 How will members live the AIESEC Experience?
 What is the role of our brand? What does it mean? How can we reflect it the best?
 How do you think values and behaviors changed the organization by that time?
 What are the major differences of the organization in terms of results and management
compared to July 2001 and July 2006?
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9. You can have with the both teams a discussion based on 2 directions:
1. How was the current team seen by the members and what were the actions
that produced that image
2. How the current team wants to be seen by the members and what actions
they are going to take in order to have the desired image.
3. Joint Strategic and Structural Transition
This is where you are trying to build the capacity of the incoming executive board to
play their overall strategic and functional roles.
A. Information:
 Take the incoming team through an analysis of every key area: what worked,
what d i ’ w ork, w h at w e w ou l ch an g e from w h at w e di th i l
dn t d d s ast year.
 What are the priorities for each month of the year on a generic sense based on
your experience last year?
 W h at i th e cu rren tl real ty of each area i th e LC /M C (i cl di g T N ’
s y i n n u n s,
contacts, S N ’ m em bers, acti ty l
s, vi evel s)?
 What structure did you use last year and what was good and bad about it?
 Give an overview of every portfolio, and try to build the cross-functional
capacity of all of the incoming team leaders.
B. Discussion to have:
In this section you should be discussing major strategies. These should be the
overall things that the LC/MC will be doing, and the main aspects of what it needs to
do over the next year.
 Based on your vision discussion, what results is the LC going to have achieved
by 2008?
 What is your LC/MC culture going to be like, and how are you going to create
that culture?
 What strategies/activities will you use to reach those results in the LC/MC for
the next year?
 What are the main priorities, month to month, for the coming year?
5. The role and operation of the team
A. Information:
 What role did the outgoing team play this last year, what you would change
about the role you played?
 How did you interact with the LCs/teams and the LCPs/VPs?
 What were challenges and successes of how the team worked (i.e. within the
team)?
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10. B. Discussions to have:
 What should the role of the team be over the next year, how can you make it
really performing in a short period of time?
 What strategies will you employ to create a sense of unity, even though
AIESEC is present in different universities/local communities?
6. One to one transition
Information:
 Discussions based on Job Descriptions, related with the responsibilities and
roles of all the MC/EB members
Please check the Knowledge management document attached with the toolkit
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